do the employee empowerment exits in indian paper industry
From India, Rajamahendri
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From India, Rajamahendri
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Employee Empowerment: A Comprehensive Guide
Employee empowerment is a very broad term and can take many connotations. Further, it would vary by industry verticals, though the underlying tenets would stay the same. The light at the end of the tunnel is to get employees competent to make the right decisions in their respective patches and, most importantly, give them the discretion and autonomy required to do this.
Below is something I picked up. Ways to increase empowerment are:
1. **Implement Effective Policies and Procedures** - Make sure your policies are clear, concise, and well-communicated to employees. Often in manufacturing, policies and processes take differing meanings across groups (both work and otherwise). Ensure standardization of the same. Keep processes simple. If automation is not possible, follow some typical process re-engineering guidelines to keep processes effective and efficient and yet simple. You could use a Policies and Procedures Manual. This is a communication tool designed to empower employers, managers, and employees with a consistent approach to accomplishing their daily tasks. It provides a set of policies, plans, reports, forms, and work routines that convey the pulse of the organization.
2. **Convey Management Policy and Vision** - This may not be highly applicable for manufacturing, especially on the shop floor. It's more up to the top management team and leadership team to take the onus of formulating the vision and ensuring direction. Once a clear direction is set and employees are conveyed the same, right decisions can be taken.
3. **Improve Communication and Efficiently Run Operations** - An extension of the first point. It is important to ensure all your groups and departments are talking to each other. When people know what's going on and transparency is ensured, they feel confident to make decisions, more so the right ones. It is the direct outcome of having the right quantity and quality of information. In manufacturing, it would be very helpful if employees knew the ups and downs being faced by other equipment handlers across departments or divisions. This would further help them make the right decision when it comes to cross-functional issues.
4. **Reduce Business Process Training Time** - This can be largely achieved using automation. However, in manufacturing, operational processes are standard. However, training should also be adequate to ensure sufficient expertise in the area of operation. This would further help fuel the right decisions, especially in crisis situations. Lack of expertise makes employees hesitant to give their fullest.
5. **Improve Productivity and Decision Making** - Ensure adequate training. This is the most obvious area for empowerment. Encourage decision-making. However, this area may be treated with suspicion in manufacturing. However, do not eliminate decision-making altogether. However, this should be seen as a benefit rather than a right. Encourage your employees to make the right decisions in crisis situations or during change periods (such as M&A, restructuring, etc.). Maybe incentivize for good decisions and ideas, such as in profit-sharing and gain-sharing plans. However, also, do notify of the ill impacts of wrong or not-so-right decisions. Employees should be aware that with power comes responsibility.
6. **Strengthen Task, Organization, and Quality** - Perhaps an overarching statement, but nonetheless very important. Ensure quality in the task by well-defining areas such as task identity, meaning, importance, and the know-how of why and how each is done (refer to the 5W2H quality principle). If we can define this for every task or at least give a generic idea, it goes miles in educating employees on their own day-to-day routines. High-level knowledge of one's day-to-day routines may further spark ideas of "how can I do this better or faster?" - certainly the right decisions. Also, strengthen the organization from the perspective of giving the employee the right amount of authority to make that decision without hassles. This can be achieved using the right organization and reporting structure.
The idea of all the above is that it will "empower" employees to make decisions independently without the need or time delays of involving various levels of management. A well-thought-out manual will enable just about everyone in the organization the ability and flexibility to make the right decisions in his or her job responsibilities.
To help in maintaining a state of empowerment, the use of teams, both informal and traditional, can go a long way in helping to meet this end. Informal teams, also called social teams, emerge when a group of like-minded individuals gets together to discuss their areas of work. Issues being faced by one employee can be shared with others, and there's a great chance the right answer may emerge. There is no leader appointed; it is formed out of expertise power amongst the members. On the other hand, we have traditional teams that are your normal expertise teams created and whose leader may be appointed by the organization. Both the above can greatly help in increasing knowledge to a significant level. Encouraging all-hands meetings regularly will help generate a lot of good decisions on impending issues. Or perhaps a combination of multiple ideas from different people may culminate in the right decision. To make a good impacting decision, you need both confidence and ability, so ensure both for all your employees. For more information, refer to the attached image.
Regards
From India, Delhi
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8Employee empowerment is a very broad term and can take many connotations. Further, it would vary by industry verticals, though the underlying tenets would stay the same. The light at the end of the tunnel is to get employees competent to make the right decisions in their respective patches and, most importantly, give them the discretion and autonomy required to do this.
Below is something I picked up. Ways to increase empowerment are:
1. **Implement Effective Policies and Procedures** - Make sure your policies are clear, concise, and well-communicated to employees. Often in manufacturing, policies and processes take differing meanings across groups (both work and otherwise). Ensure standardization of the same. Keep processes simple. If automation is not possible, follow some typical process re-engineering guidelines to keep processes effective and efficient and yet simple. You could use a Policies and Procedures Manual. This is a communication tool designed to empower employers, managers, and employees with a consistent approach to accomplishing their daily tasks. It provides a set of policies, plans, reports, forms, and work routines that convey the pulse of the organization.
2. **Convey Management Policy and Vision** - This may not be highly applicable for manufacturing, especially on the shop floor. It's more up to the top management team and leadership team to take the onus of formulating the vision and ensuring direction. Once a clear direction is set and employees are conveyed the same, right decisions can be taken.
3. **Improve Communication and Efficiently Run Operations** - An extension of the first point. It is important to ensure all your groups and departments are talking to each other. When people know what's going on and transparency is ensured, they feel confident to make decisions, more so the right ones. It is the direct outcome of having the right quantity and quality of information. In manufacturing, it would be very helpful if employees knew the ups and downs being faced by other equipment handlers across departments or divisions. This would further help them make the right decision when it comes to cross-functional issues.
4. **Reduce Business Process Training Time** - This can be largely achieved using automation. However, in manufacturing, operational processes are standard. However, training should also be adequate to ensure sufficient expertise in the area of operation. This would further help fuel the right decisions, especially in crisis situations. Lack of expertise makes employees hesitant to give their fullest.
5. **Improve Productivity and Decision Making** - Ensure adequate training. This is the most obvious area for empowerment. Encourage decision-making. However, this area may be treated with suspicion in manufacturing. However, do not eliminate decision-making altogether. However, this should be seen as a benefit rather than a right. Encourage your employees to make the right decisions in crisis situations or during change periods (such as M&A, restructuring, etc.). Maybe incentivize for good decisions and ideas, such as in profit-sharing and gain-sharing plans. However, also, do notify of the ill impacts of wrong or not-so-right decisions. Employees should be aware that with power comes responsibility.
6. **Strengthen Task, Organization, and Quality** - Perhaps an overarching statement, but nonetheless very important. Ensure quality in the task by well-defining areas such as task identity, meaning, importance, and the know-how of why and how each is done (refer to the 5W2H quality principle). If we can define this for every task or at least give a generic idea, it goes miles in educating employees on their own day-to-day routines. High-level knowledge of one's day-to-day routines may further spark ideas of "how can I do this better or faster?" - certainly the right decisions. Also, strengthen the organization from the perspective of giving the employee the right amount of authority to make that decision without hassles. This can be achieved using the right organization and reporting structure.
The idea of all the above is that it will "empower" employees to make decisions independently without the need or time delays of involving various levels of management. A well-thought-out manual will enable just about everyone in the organization the ability and flexibility to make the right decisions in his or her job responsibilities.
To help in maintaining a state of empowerment, the use of teams, both informal and traditional, can go a long way in helping to meet this end. Informal teams, also called social teams, emerge when a group of like-minded individuals gets together to discuss their areas of work. Issues being faced by one employee can be shared with others, and there's a great chance the right answer may emerge. There is no leader appointed; it is formed out of expertise power amongst the members. On the other hand, we have traditional teams that are your normal expertise teams created and whose leader may be appointed by the organization. Both the above can greatly help in increasing knowledge to a significant level. Encouraging all-hands meetings regularly will help generate a lot of good decisions on impending issues. Or perhaps a combination of multiple ideas from different people may culminate in the right decision. To make a good impacting decision, you need both confidence and ability, so ensure both for all your employees. For more information, refer to the attached image.
Regards
From India, Delhi
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